FEATURE INSIGHT
require more people skills.” This all feeds into a ‘partnership’ approach to workplace learning and staff development – a strong advocate of which is Teresa Boughey, CEO (chief executive officer) of Jungle HR and founder of Inclusion 247. She says: “Managers are key to identifying areas for development for each of their employees and highlighting opportunities where they could develop these. This may not always be within formal training workshops or courses. It will depend on the learning preferences of each employee. However, it is vital that employees also take ownership of their development and be committed to not only fulfilling the requirements of whatever they undertake, but also embedding this into their day-to- day role.” Boughey stresses that it is important to consider who is putting themselves forward for each stretch and learning opportunity – particularly important when creating an inclusive culture. “Some less confident individuals or those from underrepresented groups may be less inclined to put themselves forward for these opportunities and this is where line managers are important” she says. “If the managers have created relationships with each employee then they will know which development opportunities they require and will encourage them to put themselves forward. This will increase wider participation and ensure every employee feels valued.” Lizzie Benton, culture consultant for Liberty Mind highlights four big considerations when devising a workplace learning programme: skills gaps, learning
styles, outcomes and budget. She explains: “Many organisations believe that they need large education budgets in order to meet the needs of their team, but the reality is often far from it. With a better understanding of the talent you currently have and open sources available online, there are many ways you can devise education strategies without it requiring large budgets.” Both Boughey and Dr Smith agree that training does not have to be formal and does not need to be costly, with the latter commenting: “There are many ways to learn and apply knowledge and skills but it is important that the process includes a good-quality management process so that the quality is not diluted through organic growth.” ...a good-quality management process so that the quality is not diluted through organic growth developing skills: “You could boost the confidence of your employees by rotating the chair of meetings as this will bolster the confidence of each individual, but also give a voice to those who would ordinarily hide away in the meetings but have very valuable contributions.” She adds: “You could also match up members of different branches of your Boughey offers some practical suggestions for informal ways of
organisation to build up each other’s skills, as this encourages learning and the building of organic relationships. For example, if someone needs to build up their awareness of sales, you could match them with someone from the sales team.” This, says Boughey, not only imparts knowledge but also encourages employees to form relationships and learn about each other’s experiences, “which is a great way to incorporate training with organic development”. Similarly, team-building days can build up organic relationships, with employees learning organisations for staff development. “It helps new employees become settled and confident in their contribution to the company as quickly as possible, develop good working habits and helps them understand what makes up best practice within their organisation” says Claire Milner, head of customer experience at Symatrix. “It provides new staff with a sounding board and confidante to help with difficult questions and scenarios as they find their feet in the business. More broadly, mentoring helps them build connections. Not only is it a source of personal support, encouragement and motivation, but it also provides ‘professional socialisation’, which in turn helps stimulate and drive the development of the new employee.” Dr Smith agrees, commenting: “If done correctly with the right relationship and structure, the mentee can learn from the mentor’s previous mistakes and enhance their own capabilities without going through so much first-hand pain.” However, she observes that sustainable mentoring programmes are hard to come by, adding that “a good chemistry between the mentor and mentee is critical”. It’s worth bearing in mind that staff development and education needs to cover more than just the day-to-day. “Life skills are important at all levels so I would also encourage someone to gain experience. Emotional intelligence and personal skills are also key,” says Dr Smith. Benton comments: “Soft skills are also becoming vital in the workplace, yet they are so often overlooked. Many education programmes may look to fill skills gaps or support technical training, but areas such as communication, confidence and about each other and their roles. Mentoring is, of course, one of the most potent tools available to
| Professional in Payroll, Pensions and Reward | November 2019 | Issue 55 34
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